Research On The Performance Appraisal System Of A Bank L Branch Based On The Balanced Scorecard

Since the reform and opening up,with the economic globalization and the liberalization of domestic financial market,external funds flooded into China's financial market,and non-bank financial institutions and Internet finance developed rapidly.Interest rate liberalization,deposit management and financial disintermediation have been increasing.China's commercial Banks are facing a severe test.First,the competition in the interbank market is becoming increasingly fierce.A large number of foreign Banks entered the market,which made up the market share originally belonging to the domestic commercial Banks.Domestic commercial Banks need to gain a foothold in the market with greater competitiveness.Second,market risk is increasing.In recent years,non-performing assets have been emerging,and internal supervision loopholes have occurred frequently.These warnings have led Banks to focus on risk prevention and control.Third,The pressure of transformation and reform has increased.The traditional model can not meet the bank's profit demand,nor can it meet the development needs of modern commercial Banks.Only by accelerating the pace of strategic transformation and strengthening its own strength and management level can we develop steadily in the industry.For a long time,China's commercial Banks ignored market competition and relied excessively on national policy protection.There are some problems in management and decision making.The result is a series of problems such as high non-performing loan ratio and imperfect performance appraisal system.Traditional performance management mode only considers financial indicators and ignores the impact of non-financial indicators on enterprises.In the face of today's bad economic market environment,how to formulate scientific and effective performance appraisal and management system and improve the management level of Banks is an urgent problem for commercial Banks.In the early 1990s,Robert Kaplan and David Norton proposed the balanced scorecard theory on the basis of traditional financial indicators,including financial,customer,internal business and learning and growth.With the overall strategy as the orientation,the balanced performance assessment indicators are combined.This theory relates financial indicators to non-financial indicators,and integrates the result indicators and driving indicators to drive employees to strive for enterprise strategy and enhance the overall competitiveness of enterprises.At present,many enterprises at home and abroad refer to the balanced scorecard for performance appraisal management.A Bank L Branch,as A state-owned commercial bank,has begun to comprehensively evaluate financial indicators and non-financial indicators in the current performance appraisal.However,there are still some problems in the process of index selection and follow-up assessment.The research on the performance appraisal system based on balanced scorecard will help enterprises to improve the key indicators and realize the strategic goal.